First impressions

TMA02 is complete and handed in and I'm embarking on the third part of Managing Systemic Change.  This module's core reading is 'Social Learning Systems and Communities of Practice' edited by Chris Blackmore.

Having just skimmed the final chapter in the book (as recommended) my first impressions of what this module will bring include:

• relief that I recognise some of the terms and feel I have an understanding of them upon which to proceed (eg praxis, boundary, system)
• concern that this module introduces new terminology (eg communities of practice) to a tired and overwhelmed brain following a difficult TMA
• delighted to hear that this may provide input to address my concern about how can one person can achieve change across an entire system
• curiosity about how some techniques which I already employ (eg facilitation) will be addressed - and a hope that they won't be taken apart the way that project management was in the previous module

A difficult TMA

I've just submitted my second assignment for Managing Systemic Change ...   It was hard - much more difficult than expected - but what made it so difficult?  Apart from my preference for expressing myself verbally rather than in writing?

The assignment presented the usual challenges of writing succinctly to meet a word target; of synthesising a volume of material to construct a response to the exam question.  This is something I have experience in - both in academia and in work.

Upon reflection some of the reasons I think it was so difficult this time:

• I was uncomfortable with the language used in some of the questions (eg I was asked for 'arguments' where I wanted to provide 'reasons' or 'pros & cons')
• The sheer volume of new material and nuanced concepts made it challenging to know if I was using them in the correct way or had missed the mark completely
• The concepts in the module are nebulous and difficult to grasp - they are not definite or obvious - which makes it (for me) more difficult to explain to others.  I believe I understand what it means but I can't explain it easily to others.  I asked my husband to proofread my assignment. He did (thanks!) but did ask if managing to read it all the way to the end meant he could get a postgraduate qualification too 😁

Nothing I can do about it now though - just wait for my tutor's feedback! 

Onwards to Part 3

My systems practice

This blog explores What Do I Do When I Do What I Do by describing the same work activity twice. The first (then) how I experienced it at the time, using the language and understanding I had then.  The second description (now) is of the same activity using the concepts and terminology I'm learning in the Managing Systemic Change module

Then

Over the past year at work I worked with a team to develop plans and proposals on how we would engage with a number of other stakeholders in future years to jointly develop and deliver a new UK transport offer.  We were provided with some background and a description of the emerging situation and were able to engage in limited conversations with other stakeholders to understand their thinking.

We were asked to propose how we would manage some specific issues.  One of the key methods we used to help us clarify our thinking and develop solutions was group whiteboard sessions to collectively develop a diagram of our proposals.  These sessions were described by a colleague as "cerebral water boarding" because they felt so intellectually demanding to try to capture the real complexity of the different topics and because of the feeling of utter exhaustion following a session.

Now

What systems practice elements were evident?

• engaging with a complex, messy situation with no single right answer
• drawing our boundary 
• authentic conversation (responsive, mutual understanding, self-organising, intuitive, equal dialogue, progressive)
• using diagramming
• recognising the different backgrounds, traditions, understandings and views of each person involved in the conversation
• sharing our emotions resulting from engaging with such a complex situation.  Frustration was particularly evident - probably resulting from our systematic traditions and project experiences 
• grappling with our different use of language and developing new terms to help articulate our joint understanding of our proposed way forward
• bring a consideration of the current context into our thinking and recognising that the future context is likely to be different
• allowing time for reflection post discussion and accepting that our solution would have to be iterated
• allowing an outcome to emerge from the process

What systems practice elements were not present?

• consultation with a the wider range of stakeholders outside the immediate team (not possible because of commercial sensitivities and procurement rules)

A transformation?

I got up this morning at 4am to catch an early flight to be at my clients offices by 9am.  Its now after 8pm, I have finished work and should really get some sleep.  Instead I am choosing to read Ison's book 'Systems Practice: How to Act'.

Just over 5 weeks ago I wrote about reading this book and said  "Frustrating doesn’t do it justice as a word".  And yet now I find myself not only engaging with the book but actively choosing to do so after a very early start and an extremely long day in the office.

At the time I also pondered whether the book was written in such a way as to deliberately take me outside my comfort zone to make me learn and expand my thinking.  There are many aspects of tonight's reading that I wish to challenge and/or understand more about but the book no longer takes me outside of my comfort zone.

So have I learned and expanded my mind without even realising it?

I have never worked in the public sector - at least not as an employee.  I have done some consultancy work for local authorities and have done some interim work for arms length government bodies.  However, I have lots of experience of being on the receiving end of service delivery ie a user.

And as a service user I have been known to express frustration on many aspects of the service provided.  Recent frustrations include:

• being informed by thy GP's surgery that I have to go into the surgery in person to collect a paper form to fill out and then bring with me on the day of the appointment (electronic downloads and emails were not options)
• my local authority obscure communication eg the 'HWRC is closed' apparently translates, for those who don't speak council, as 'the tip is closed'
• trying to get a replacement bin after the bin-lorry ate our current one (eventually had to resort to writing to councillors)

As part of one of my MSc modules 'Management Beyond the Mainstream' I was introduced to a number of different models and theories which have made me re-evaluate my pre-conceptions - particularly about public sector organisations.  I now have an appreciation of the political influences on the strategy and plans within the public sector, how this is compounded by short terms of office for politicians and how this makes strategic planning and service delivery more challenging.  I have been introduced to the concept of 'public value' and the importance of continuing to deliver this whether or not it is an activity which covers its costs.

One of the learnings was to appreciate that stereotyping an entire sector is not valid.  So to conclude, in total praise of my local authority, who in spite of their obscure communication can produce such fabulous local public art with added historic context and education.